s&op 2015 preliminary summary charts
TRANSCRIPT
![Page 1: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/1.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 1
Sales and Operations Planning Study
Preliminary Summary ChartsJanuary 6 – May 1, 2015
![Page 2: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/2.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 2
Agenda
Study Overview
Sales & Operations Planning
Supply Chain Agility
Company Performance
![Page 3: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/3.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 3
Study Overview
![Page 4: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/4.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 4
Most Respondents Are Manufacturers, in Process Industries, and with $6B in Revenue on Average
![Page 5: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/5.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 5
Top Industries for Respondents Include Food & Beverage, Chemical, and Consumer Packaged Goods
![Page 6: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/6.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 6
The Majority of Respondents Work in a Supply Chain Role,Primarily at the Director or Manager Levels,
and Are Based in North America or Western Europe
![Page 7: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/7.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 7
Agenda
Study Overview
Sales & Operations Planning
Supply Chain Agility
Company Performance
![Page 8: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/8.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 8
Performance Summary
![Page 9: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/9.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 9
Companies Have 4 Distinct S&OP Processes on Average
![Page 10: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/10.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 10
Over Two-Thirds Use “S&OP” to Describe the Process
![Page 11: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/11.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 11
Just Over Half Consider Their Primary S&OP Processto Be Effective
![Page 12: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/12.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 12
Volunteered Reasons for Why Primary S&OP ProcessIs Effective
![Page 13: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/13.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 13
Volunteered Reasons for Why Primary S&OP ProcessIs Less Than Effective
![Page 14: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/14.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 14
Most Common Goal of an S&OP Process Is to Match Demand with Supply
![Page 15: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/15.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 15
Less Than Half Consider Their Primary S&OP Processto Balance the “S” and “OP”
![Page 16: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/16.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 16
Two-Thirds Report Primary S&OP ProcessIs Executed at Least Most of the Time
![Page 17: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/17.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 17
Primary S&OP Processes Are Slightly More Aligned by Product; Typical Frequency Is Monthly
![Page 18: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/18.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 18
Spreadsheets Are the Most Common Technology Used andSAP Is Most Common Product Used
![Page 19: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/19.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 19
For Over Half, the Budget Is an Input to the S&OP ProcessBut Does Not Constrain It
![Page 20: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/20.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 20
Sales-Operations Collaboration Is Among Most Importantand Top Performing Element of S&OP Processes
![Page 21: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/21.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 21
Managing Opportunities/Risk, Running What-if Analyses, and Using Technologies Show Greatest
Performance vs. Importance Gaps
![Page 22: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/22.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 22
Most Common Challenge with S&OP ImplementationIs Getting to Right Data in Timely Fashion
![Page 23: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/23.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 23
Vast Majority Believe Their Primary S&OP Process Is Important for Improving Supply Chain Agility
![Page 24: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/24.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 24
Agenda
Study Overview
Sales & Operations Planning
Supply Chain Agility
Company Performance
![Page 25: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/25.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 25
Most Common Definition of Supply Chain Agility Is theAbility to Adapt to Variations in Demand and Supply
![Page 26: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/26.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 26
Agility Performance Is 30% Lower Than Importance
![Page 27: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/27.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 27
Current Agility Is Perceived to Be Three Times Higher Than One Year Ago
![Page 28: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/28.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 28
Agenda
Study Overview
Sales & Operations Planning
Supply Chain Agility
Company Performance
![Page 29: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/29.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 29
Top Supply Chain Descriptors: Many, Room for Improvement, Reactive,
Tactical, and Cautious
![Page 30: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/30.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 30
Top Supply Chain Strengths: Many, Controlled, and Aligned
![Page 31: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/31.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 31
Sales & Marketing and Manufacturing & ProcurementAre Most Important to Be Aligned and Most Aligned
![Page 32: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/32.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 32
Greatest Alignment Gaps Are with Sales & Operations,Operations & IT, and
New Product Development & Distribution
![Page 33: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/33.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 33
Over Three-Quarters Report That Their Company IsDoing Well at Meeting Corporate Goals
![Page 34: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/34.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 34
Most Important Measurements to Meet Goals IncludeEBITDA, Operating Margin, Cash-to-Cash Cycle,
and Days of Inventory
![Page 35: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/35.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 35
Most Commonly Tracked Measurements Include OperatingMargin, Days of Inventory, EBITDA, Cost of Goods Sold,
Forecast Accuracy, and Days of Receivables
![Page 36: S&OP 2015 Preliminary Summary Charts](https://reader033.vdocuments.net/reader033/viewer/2022051516/55b1071ebb61ebd9598b46cc/html5/thumbnails/36.jpg)
Supply Chain Insights LLC Copyright © 2015, p. 36
Top Areas of Business Pain Are Alignment, Data, Visibility,Demand/Supply Volatility and Executives